The secret is knowing that life happens.

The truth about management is that managers would never fail if they simply read every management blog available. There are literally hundreds upon thousands of blogs, books and articles directing managers on how to lead, how to multi-task, and how to communicate. The secret to management is not a certain communication or leadership tactic. The secret is knowing that life happens.

Managers need to be open minded that employees have lives outside of the office, and that from time to time things are going to come up that will keep that employee from coming to work. Illness is one thing. For some reason managers don’t like illness, but they understand that people get sick, and if your company is lucky even the sick ones can work from a remote location. It’s the other absences that seem to cause problems, but with flexibility and some management tricks, they don’t have to.

There are ten stressors that managers should be aware of when considering how to manage any working environment.  The top ten stressors are:

1.    Spouse’s death
2.    Divorce
3.    Marriage separation
4.    Jail term
5.    Death of a close relative
6.    Injury or illness
7.    Marriage
8.    Fired from job
9.    Marriage reconciliation
10.    Retirement

Notice any similarities? Six of the top ten stressors are relationship-oriented. This should tell managers that their employees may put on a brave face at work, but what takes place at home is what will dictate an employee’s overall stress level. Pregnancy, childbirth, and relocating or moving almost made the top ten, and are almost as stressful as losing a loved one.

What takes place at home is what will dictate an employee’s overall stress level.

Life comes at unexpected times, and managers should embrace the fact that their employees will have to take time off at one point or another to deal with the complexities that accompany stressful times. Just because an employee is absent does not mean that productivity has to diminish.

Investing in tactics such as cross-utilization can provide mobility for companies who need to stay on top of projects despite a lack of man power. Each employee within an organization should be knowledgeable of a few jobs within their team to ensure that an absence of a team member does not result in the absence of work.

Coach your employees to be organized. Inform employees to follow the “If you died tomorrow…” method when it comes to labeling and organizing important files so that other team members won’t have to waste time finding certain documents or materials.

Manage in a way that teaches prioritization so when employees leave they don’t feel stressed or behind.

Manage in a way that teaches prioritization so when employees leave they don’t feel stressed or behind. If an employee has an expected absence, such as a wedding or birth, encourage that employee to work on their prioritization, so that they never feel overwhelmed or under-productive.

To be a truly successful manager you need to be accepting when life happens. Managing with a human perspective and understanding will encourage employee loyalty and trust. Despite a manager’s best attempt to maintain productivity, the best managers are the ones who realize that life always takes precedence to business, and that compassion is the key to keeping employees motivated and productive.

The majority of organizations use teams of employees to complete objectives. The idea behind the team construction is that different people with different strengths, weaknesses and viewpoints are more likely to successfully complete a task. If multiple elements contribute to an organizations success, why use that method only with teams of employees?

You know that one assessment tool can provide you with a great advantage when managing the talent within your company, but have you ever considered how multiple assessments can work together as a comprehensive talent assessment program?

The image below is the Solutions Matrix. This graph demonstrates which assessments can be used together to solve business objectives.

For instance, you may have encountered some trouble with improving sales performance. Naturally you would assume that the Profiles Sales Assessment would be a great tool to start with, but you might not have realized that the Profiles Performance Indicator and the CheckPoint 360 could align with the Profiles Sales Assessment to give you an all-inclusive talent assessment program.

The Profiles Sales Assessment will give you insight into how well a person fits specific sales jobs, while the Profiles Performance Indicator can show whose personality will impact their job fit. Adding the CheckPoint 360 to this program ensures that you will also be able to pinpoint any issues there may be with management.

Using multiple assessments to solve one problem ensures that you are looking at the issue from every possible angle, and that you will be able to easily identify where the problem originates. The objective of Talent Assessment Programs is to accomplish a particular business goal. Focus on one of your biggest business objectives, and then create a program based on what you want to accomplish.

People quit people, not jobs.

Some managers inspire, some motivate, and others fail miserably to engage their employees. The entertainment industry seems to have created the ultimate formula for the “bad manager” character, so why can’t real managers understand how to be effective? When employees choose to leave a position, it’s often because of their manager or relationships with people in their working environment. People quit people, not jobs.

An “effective” manager takes responsibility for ensuring that each individual within his department succeeds and that the team or business unit achieves results. Successful managers require both talent and skill. Managerial skills can be developed through training, mentoring and experience. But if a manager is void of natural talent, then the odds that he will be successful diminish significantly.

The top six common managerial success traits include communication, leadership, adaptability, relationships, development of others, and personal development.

The most productive companies are typically more proactive than their peers when it comes to identifying and developing effective managers. The top six common managerial success traits include communication, leadership, adaptability, relationships, development of others, and personal development.

A manager with high communication skills is able to instruct as well as he listens. Managers who can communicate effectively can process information, and then relate it back to their teams clearly. Effective managers should be able to understand, decipher, and relate the organization’s vision back to their employees in order to maintain productivity.

Leadership is a crucial attribute that many managers lack despite their job title. It is common practice for companies to promote employees with the best results, but sometimes the best salesman doesn’t make the best manager. True leaders are able to instill trust, provide direction and delegate responsibility amongst team members.

Adaptability also contributes to a manager’s effectiveness. When a manager is able to adjust quickly to unexpected circumstances, he is able to lead his team to adjust as well. Adaptability also means that a manager can think creatively and find new solutions to old problems.

Employees are more likely to exceed expectations when they trust their manager.

Effective managers should strive to build personal relationships with their teams. Employees are more likely to exceed expectations when they trust their manager. When managers establish a relationship with employees, it builds trust and employees feel valued. Valued employees are more willing to get the job done right.

The best managers know when their employees need more development, and how to ensure those developments are successful. Developing others involves cultivating each individual’s talents, and motivating those individuals to channel those talents toward productivity.

Finally, an effective manager is aware of their own personal development. In order to successfully develop and lead others, managers must seek improvement in themselves. A manager who is willing to learn more and use their natural talents to the best of their ability will be able to encourage the same behavior in employees.

Effective management is comprised of several key components, and is not easily achieved. Organizations need to recognize the traits associated with successful management, and then promote employees based on those traits. The highest achieving employees do not always make the best managers, but employees that naturally exude the listed attributes are sure to be effective and successful in management roles.

In this clip from The Office, several employees describe the opposing management styles of Jim and Michael. Michael is infamous for his off-the-wall management skills. Have you ever had an atrocious manager? Tell us your management horror stories and compare notes on which traits contribute to ineffective management.

Today we released the 2010 report of America’s Most Productive Companies, aka AMPC. You may be wondering why there is so much hype behind this study. Let me explain.

We grouped companies into 175 sub-industry groups to produce a more meaningful analysis. Our assumption is that companies competing in the same industry generally go about their business and recognize revenue in a similar manner, while different industries have differing degrees of labor intensity. It is therefore difficult to draw meaningful conclusions by comparing labor productivity across different industries such as retail and financial services. This means that the most meaningful measures included in the study are the rank orderings and comparisons within each sub-industry group.

How we measure productivity
In economics, “productivity” is a measure of output per unit of input. In order to calculate productivity, we analyzed financial data from over 1,666 publicly traded companies in order to determine a company’s revenue and number of employees. Once we had these two numbers, it was fairly simple to calculate a company’s labor productivity.

Attributes of America’s Most Productive Companies
Once we finished gathering and analyzing the data that allowed us to rank America’s Most Productive Companies, we completed some follow-up research on a number of the most productive companies. This consisted of a survey and interviews with select executives. Our follow-up research helped us identify a number of best practices that we believe explain outstanding productivity.  These ten key attributes can be further categorized into five “People Attributes” and five “Strategic and Operational Attributes.” Since we are a people-centric company, we only elaborate on the people attributes – because we can help you improve those factors.

People Attributes that Make a Company Productive
1.    Performance-driven culture
2.    Effective managers
3.    High employee utilization
4.    High employee effectiveness
5.    Encouragement of innovation

So what does this mean? It means that actions are valued more than words. It means that companies invest in information and tools to help front-line managers better understand their people and how they are motivated. And, it means that employees are in jobs in which they can naturally excel, and they have clear goals to help them focus on the outcomes that matter most to the organization. Failure is not discouraged and open communication, team work and risk taking help drive productivity.

One of the greatest environmental disasters of all time struck the Gulf Coast on April 20. An oil rig, located off of the coast of Louisiana, exploded leaving causing three leaks in pipes that are now admitting an estimated 200,000 gallons of crude oil into the ocean every day.

BP is responsible for the oil, but denies responsibility for the actual leak. They place the blame on Transocean Ltd., the operator of the demolished rig, for the initial cause of the catastrophe. Regardless of which company will take the fall for this devastation, the obvious pitfall is that neither company had a contingency plan for an incident of this magnitude. Many are wondering, how can something like this happen today, and why hasn’t anyone stopped it yet?

There was no way to predict that this oil spill would occur, but preventative measures should have been in place. Machines are faulty, and people make mistakes. Had the corporations involved with these machines created plans for emergency situations, this crisis might not even exist.

Companies should always have contingency plans for all potential circumstances. Proactively planning for the worst ensures that companies are accountable for their actions. Managers should understand plans made by the company, and also work with employees to create new plans in case of emergency situations. Contingency plans can be made for everything from employee conflict, to a physical attack on company property, or a company-wide issue, such as an oil spill. Plans should be utilized to secure the problem, and also to inform each audience affected by the incident.

The oil spill is a prime example of what happens with poor planning. Had these companies ensured that each rig met production and safety standards and that if they didn’t there was a way to correct them, the Gulf Coast would not be suffering as it is now.

Phil Mickelson is now the proud owner of his third green jacket after winning the 2010 Masters. His win was exciting, amazing and even heart-warming. After Mickelson, the second-highest paid athlete in the world, won the tournament he greeted his cancer-stricken wife with open arms and a long embrace. It was like a scene from a heartfelt romance when they celebrated his victory.

Despite Phil’s golfing abilities and endearing family history, Tiger Woods still captured more headlines and sponsors after taking fourth at the Master’s. Why would an all-American golf champion be over-shadowed by the scandalous fourth runner up? Shouldn’t the wholesome family man, who actually won the Masters title, receive more coverage than a passé playboy?

Does this scenario sound familiar? One employee excels at his job. He is punctual, polite and an over-achiever. He finishes projects before deadlines and brings more to the table than is expected of him. He is clearly a superstar performer, but his work is eclipsed. His coworker is consistently late, loud and rude. She routinely has to extend her project deadlines and never exceeds expectations. Her coworkers simply tolerate her, and constantly discuss her disturbances with other people in the company, yet she mesmerizes the boss. She is arrogant, entitled and is constantly seeking attention.

As a manager, it is easy to assume that conflict resolution is a top priority. If a major conflict exists in an office setting, productivity is likely to diminish and employee morale will suffer. Although it is important to keep the peace, it is also just as important to remember to praise those employees who perform beyond their best.

Rewarding those employees who strive to give 110% of themselves will set a positive example for the rest of the team, and will diminish the attention given to the troublemaker in the office. When employees see that good behavior and exceptional work are rewarded, they will strive to achieve that recognition. On the flip side, managers should avoid paying too much attention to troublemakers in order to stifle manipulation and drama. Rewarding exemplary employees amidst chaos also sends a message that despite any “bad apples” the company still understands that other people are doing their jobs, and that not all of management’s attention has been focused on one problematic employee.

Phil Mickelson may not enjoy the limelight, but he deserves more credit for being an outstanding golfer and family man. No one ever said being a manager was easy, so it is important to remember to praise those exceeding expectations while simultaneously neutralizing problem employees.

If first quarter goals were not met, do not expect to make them up all in the second quarter.

Spring has officially sprung and the first quarter is coming to a close. The shift in the seasons and the business year often requires a need for a fresh start, and new growth. As colors get brighter and the sun shines longer, businesses should consider their own spring cleaning.

Have you met your goals thus far?

If your organization is struggling with meeting goals, it may be time to rejuvenate the way goals are set and the way the organization is conducted. Assessments can help organizations better understand the mess they are dealing with before they begin their “cleaning”. This is not to say that employees need to be fired in order to run more effectively.

How are your employees performing?

Coaching is also an effective way to develop employees into high-performers. If after the second or third quarter an employee is not performing as desired, then it is time to consider relocating them or dismissing them, but give employees a chance and a means to improve before any permanent decisions are made.

Employee motivation is often questionable this time of year, and managers need to educate themselves with what their employees need to remain engaged. Each employee’s preferences for engagement will vary, so not each method of motivation will work for each employee. Managers should strive to offer a few methods of motivation to ensure that each employee feels stimulated and encouraged.

What can be done to accomplish your goals more effectively?

If first quarter goals were not met, do not expect to make them up all in the second quarter. Goals take time to accomplish, and the work that is required to accomplish those goals needs to be done right, not tomorrow. Make sure that quality is still part of your equation when considering how to accomplish what your organization needs in order to be successful.

With spring in the air, get motivated to rejuvenate the way your organization is managed and maintained. The first quarter may not have turned out as planned, so recharge and reconfigure for a great rest of the year.

It’s that time of year again; St. Patrick’s Day is just around the corner. The staples of this ultra-festive holiday include green beer, green rivers and green-themed parades. The Irish have a long-standing relationship with the color, as it has represented everything from their beloved saint to the Emerald Isle itself. Stories vary, but for some wonderfully educated reason it has become a tradition to pinch those who do not honor St. Patrick by adorning themselves in green.

Seeing as there is always someone in the office who refuses to honor their non-existent Irish heritage, it only seems natural to address the proper pinching etiquette required for this holiday. The proper pinch is crucial if you are to adequately punish an offender without becoming the victim of an “unsolicited” lawsuit.

1. The following areas should be avoided when punishing a non-celebratory coworker: neck, face, shoulders (as this may be confused with the neck), anything between the neck and knees (yes, even an honest pinch to the side could be considered sexual harassment as the side is typically an area prone to tickling which is seen as a sexual or harassing behavior in most office settings), and the upper arm (if you intend to pinch the upper arm and miss it could get messy).

Pinch Zones

2. If you are pinching a woman please refrain from making contact with the obvious areas, and avoid the less obvious areas such as the back. This includes areas of back-fat which seem to protrude in appropriate areas, but don’t be fooled. There is nothing appropriate about it, and you probably wouldn’t want to touch that anyway.

3. A good rule of pinch is to only administer punishment to the lower arms, area between the elbow and mid-upper arm, and the foot when possible.

4. For those who are less inclined to acknowledge such punishment for denying Ireland’s sacred color, the air-pinch is fully acceptable in all office settings. Although the air-pinch does not punish non-green wearing offenders as effectively, it certainly scares them to a degree that may encourage them to find something green to wear later in the day, and will almost guarantee that they wear green next year.

5. An effective accessory to the air-pinch is a subtle hint that may be delivered through an intimidating expression that lets the offender know that if you were pinching them, it would really hurt.

To avoid donning the most beautiful shade of emerald on the world-renowned St. Patrick’s day, only demonstrates incompetency and lack of compassion to the rest of the world. Be sure to enforce all that is Irish and all that St. Patrick stood for, by pinching those foolish enough to deny their green roots and in short their somewhat Irish heritage. Make St. Patty proud and pinch like a champion.

Imagine experiencing one of the worst natural disasters in history and living to tell about it. Imagine the destruction and chaos that follows an earthquake with a magnitude of 8.8. The people of Chile are desperately trying to regain control over the fallen regions of their nation, and while many would expect national unity in the aftermath, some individuals have taken to acts of lawlessness and theft as a means of survival.

The catastrophe in Chile is horrific, and it is undeniably one of the greatest natural disasters in history. The people of Chile need support and aid now more than ever if they are to rebuild. Despite the devastation, the people of Chile have learned important lessons about the future. This disaster also provides several learning opportunities for those involved in business. The difficult state of the economy means that companies worldwide have had to make difficult decisions such as reducing workforces, reducing budgets, and redistributing employees. In the eyes of an employee, any of these three scenarios can be seen as a devastating and catastrophic. How can managers keep the peace in the office after the company is shaken by change or reconstruction?

Despite a person’s learned behaviors, individuals will always revert back to natural behaviors in times of crisis. A person can mask or reduce her true reactions in a normal environment, but stress and other pressures will reveal her true behaviors and attitudes. How can managers know what to expect from their employees in times of crisis or high stress?

Assessments reveal each employee’s natural behaviors and learned skills. The results of these assessments can be used to construct teams and fill positions, but they can also help the leadership team. When leaders can identify employee behavior, they can better coach or modify that behavior to create a more productive workforce. Knowing how a person reacts to stress can also allow leaders to alter their communication methods in order to ensure that the message is clearly understood.

Chaos and catastrophe are inevitable in business, and when managers know their employees on a deeper level, they can better prepare to deal with the aftermath.